Harvard Business Review

JULY 2, 2012

And under Ghosn's leadership , Renault-Nissan has proactively embraced frugal engineering and become one of the world's leading producers of both electric cars as well as low-cost vehicles — two of the fastest growing and most promising market segments in the global automotive sector. Yet engineers and scientists love challenges.

CEO 15

CEO Innovation Constraint Engineering 15

Harvard Business Review

AUGUST 6, 2014

At the time, though, we were just in search of a new approach to building a sustainable business in that critical but often difficult market. In fact, you could say (and many did) that our previous attempts had failed, in that we hadn’t established a sustained market position. Things hadn’t gone well up until that point.

Chief Financial Officer 10

Chief Financial Officer Operations Learning-by-Doing IPO 10

Harvard Business Review

MARCH 18, 2016

That’s the highest proportion since the firm began conducting the survey in 2004, and a big increase since 2012. Far from drinking the company Kool-Aid, they had an understanding of why and how the company had to change to deal with new opportunities and challenges posed by changing markets and technology.

CEO 8

CEO Automotive Survey Middle Management 8

Harvard Business Review

JANUARY 8, 2015

billion from 2002 through 2004. Cisco followed this pattern: In 2001, its patent activity narrowed dramatically from a broad array of technological areas to relatively few. Visionary leadership is also about helping the company overcome inertia so that it can shift effectively from one frame of mind to another when the time comes.

Innovation 8

Innovation Parcell Wireless Competitive Advantage 8

Harvard Business Review

NOVEMBER 5, 2013

I’ve been involved with turnarounds for years, including observing and writing about the Red Sox 2004 World Series win that reversed many decades of being almost-rans. Others need a course correction while still profitable (Microsoft), or a momentum shift because of disruptive new technologies (newspaper companies).

How To 9

How To Airlines Open-book CEO 9

Harvard Business Review

MARCH 13, 2014

One of the things that surprised me when I was working in Ukraine during 2004’s Orange Revolution was how many of my colleagues I saw at the Maidan. Superior capital, technology, and market share no longer confer the benefits they once did. Global business Leadership Strategy'

Crisis 8

Crisis Strategy Politics Media 8

Harvard Business Review

SEPTEMBER 8, 2016

Free fall is a crisis of obsolescence and decline that can happen at any point in a company’s life cycle, but most often it affects maturing incumbents whose business model has come under competitive attack from insurgents or is no longer viable in a changing market. Other companies can do the same. Build a Re-Founding Team.

Company 8

Company How To Business Model Engineering 8

Harvard Business Review

DECEMBER 13, 2017

This has been a remarkable year for the markets. From 1970 to 2004, the percentage of CEOs hired from outside the firm increased from 12% to 39%. A recurring theme in those interviews was bemoaning major changes in R&D strategy that occurred as a consequence of new, often outside, leadership. MirageC/Getty Images.

Short-term 8

Short-term Decentralization Company Trends 8

Harvard Business Review

APRIL 23, 2018

Since the Apollo program, NASA has faced funding cuts, competition from other nations for space leadership, and a radical restructuring of its operating environment due to the emergence of commercial space – all of which have forced the organization to change its ways of thinking and operating. It is currently at less than o.5%

Budgeting 8

Budgeting Technology Innovation Operations 8

Harvard Business Review

MAY 16, 2016

But in an age when Google and Facebook — founded in 1998 and 2004, respectively — are two of the biggest companies in the world, those days are over. To help bring cool new technology to the world? You also need to get to know the leadership, adds Gulati. Why do you want to join a startup in the first place?

Due Diligence 10

Due Diligence How To Learning-by-Doing Case Study 10

Harvard Business Review

JANUARY 15, 2014

They were talking about technology stocks, and they singled out Ciena. They pointed out that we were a very young company, but our market value was $45 billion—more than the entire U.S. At that point we were a single technology company. billion in revenue, and before the bust we’d projected that by 2004, we’d be at $5 billion.

Industry 8

Industry CEO Long-term Short-term 8

Harvard Business Review

OCTOBER 20, 2014

In this letter, I’d like to explain more fully why I view the $51 billion already spent by Apple on open market (including accelerated) share repurchases under your leadership as a major misallocation of resources for both the company and the U.S. You clearly have a different point of view on distributions to shareholders.

Innovation 10

Innovation EPS Incentives Supply Chain 10

Harvard Business Review

FEBRUARY 1, 2011

In their book, The 2020 Workplace , Meister and Willyerd talk about reverse mentoring in which a more junior person advises a senior person on things like new technology. On a plane headed to the East Coast, he sat next to Susan Robertson, a leadership development consultant. Case Study #2: When you think you don't need it.

Mentor 16

Mentor Career Long-term Advice 16

Harvard Business Review

OCTOBER 10, 2016

As work itself is changing, some of the basic tenets of leadership development are being challenged. The very idea of leading people in jobs is changing with the democratization of work and the continued advance of digital technology. Digital technology is increasing the complexity and options associated with this plurality of work.

Leadership Development 8

Leadership Development Disaggregation Development Leadership 8

Harvard Business Review

JANUARY 5, 2017

Political campaigns are marketing campaigns, messages aimed at selling a product. Media companies are experiencing an extreme form of competition that comes with digital technologies: Everyone is a media company today. Yet by 2004 its market share was down to 3%. Bigger marketing budgets may not pay off.

Media 11

Media Advertising Fixed Costs Content 11